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RaviVelloor
Seven people operating at the fron-tiers of technology’s interface withbusiness, collectively called “TheDisruptors”, are this year’s StraitsTimesAsiansof theYear.Mr Nadiem Makarim of Go-Jek,
Mr Anthony Tan and Ms Tan HooiLing of Grab, Mr Tan Min-Liang ofRazer, Mr Pony Ma of Tencent and
Mr Sachin Bansal and Mr BinnyBansal of Flipkartwere chosen fromacrowded fieldby theeditors ofTheStraitsTimesfor theannualaward.Breaking from tradition, editors
of the 171-year-old newspaper thisyear chose tonamea cluster of indi-viduals, recognising that credit forthe changes sweeping the conti-nent are too widespread to bepinned to a single individual’sbreast. Accordingly, the names in-
clude business leaders from Asia’sbig-population nations – China, In-dia and Indonesia – as well as fromMalaysia andSingapore.The award citation noted that
each, in his or her own way, had“made the inevitablemarchof tech-nology easier to understand andac-cept by millions of people con-cerned about their old ways of lifeyielding toanunfamiliarnewone”.Selection committee chairman
Warren Fernandez, who is the edi-tor-in-chief of the English, MalayandTamilMediaGroupofSingaporePress Holdings as well as ST editor,notedthat2016hadbeenanespecial-ly surprising year politically. “Thesesurprises are driven by underlyingforces of major technological andeconomic change brought about bythe disruption that is sweepingacross just about every sector of oureconomies and societies. Exactly
howpeople, governments andbusi-nesses respond to these changeswillhavemajorpolitical andelector-al implications in theyears ahead.”The Asian of the Year award rec-
ognises a person or people whohave contributed significantly toimproving lives at home or in thewider region. The inaugural Asianof theYear, in 2012,was thenMyan-mar President Thein Sein. The fol-lowing year, the award was shared
by Prime Minister Shinzo Abe ofJapan and President Xi Jinping ofChina. In 2014, the award went toIndia’s Prime Minister NarendraModi and, last year, it was awardedposthumously to Mr Lee KuanYew, Singapore’s founding father.
SEE TOP OF THE NEWS A4,EDITORIAL A19
CharissaYong
The growing mood of anxiety anddiscontent and the ground gainedby extreme political parties inmany developed countries will im-pact not just the world economy,but global security and stability,Prime Minister Lee Hsien Loongsaidyesterday.There will be major consequenc-
es for small, open countries such
as Singapore that have relied onopen trade and making friends,and sought opportunities to coop-erate, he said.Itwill alsobeharder to prosper to-
gether in this new climate, wherecountriesare turning inwardandbe-coming more protectionist, seeingothers’gainsas their loss,headded.Mr Lee gave this reading of recent
trends in a speech to 2,500 People’sAction Party (PAP) members attheirbiennialpartyconference.
He called on members to under-standwhat the trendmeans for Sin-gapore and to help ensure the PAPremains a party with strong sup-port fromall segmentsof society.“The externalworld is changing...
in a very fundamental way not ad-vantageous to us.We have towatchthis,wehave toknowhowthis isgo-ing to impact us over the next fewyears,”he said.MrLee,whoisPAPsecretary-gen-
eral, noted that voters around theworld are unhappy that the benefitsof growth are not reaching them,and feel threatened that immigrantsarecompetingfor their jobs.He cited the recent United States
election, the Brexit vote and therise of extreme parties in Europe asexamples of voters’ weariness oftradeandwarinessof immigrants.“This looks like the trend now. I
do not know how far it will go, but Idonot like the direction the trend isgoing,” he said. “If more countriesturn this way, the world is going tochange, andchange for theworse.”Singapore prospered in the past
50 years by working hard, but itwas fortunate to have a favourableexternal environment: A peacefulAsia and an international orderwherecountries bigandsmall coop-erate and compete under rules thatare fair to all, giving small countries
“a right to their place in the sun”.Today, countries are flexing
their muscles and becoming in-creasingly assertive.“Nobodycantell howrelationsbe-
tween the big powerswill develop,”said Mr Lee. “If US-China relationsgrow tense, Singapore is going tobein a very difficult spot, because weregardboth theUS andChina as ourfriends and do not want to have tochoosebetween them.”Meanwhile, obstacles to trade are
increasing and Singapore’s exports– a key pillar of its economy – arenotgrowingbyverymucheither.But Singapore has to accept the
world as it is, not as it wishes it tobe, saidMrLee.“Weourselvesmust remain open,
because if we close up like othercountries, our people will be fin-ished,”he said.Besides understanding the global
climate, Mr Lee spelt out two otherways for the ruling party to preparefor the next general election,whichmustbeheldbyApril 2021.First, the party must strive to im-
prove the lives of Singaporeans.He cited twoways of doing so: By
equipping Singaporeans with theskills to take care of themselvesthrough schools and training pro-grammes, and by strengthening so-cial safetynets.Second, the PAP must remain a
strong, national party that reachesout to all segments of society andrepresents them. It must also stayfocused on serving the people, andprovide strong leadership, he said.“Politics is the same everywhere.
It is people, it is trust, it is knowingyoucare forme,”headded.“Unless we have this deep in our
DNA,wewill not be able to hold ourposition inSingapore.”
SEE TOP OF THE NEWS A8
PM: Rising global discontentwill affect stability, securityItwill be harder toprosper together, andS’poremust keepwatchover impact of trend
THE DISRUPTORSS T R A I T S T I M E S A S I A N S O F T H E Y E A R
PONY MA, founder, CEOand executive director
of Tencent HoldingsNADIEM MAKARIM, founder and CEO of Go-Jek
BINNY BANSAL and SACHIN BANSAL, co-founders of Flipkart
ANTHONY TAN and TAN HOOI LING, co-founders of Grab
TAN MIN-LIANG, co-founder and CEO of Razer Inc
EXCELLENCE IN REDESIGN: SOCIETY OF NEWS DESIGN BEST IN NEWSPAPER DESIGN, BEST NEWS WEBSITE: WAN-IFRA
World Tempest over Trump’s Taiwan phone call A10 • Education Is PSLE a necessary checkpoint? B10&11
HomeDelivered food? Prepare to pay more B1
Serving up friendship with meals
Connecting home cooks to customers
ST CAUSES WEEK Top of the News A6 SportRunner dies during marathon raceC12
dies during marathon
Source: The Straits Times © Singapore Press Holdings Limited. Permission required for reproduction.
QHowdid thecompanystart?A It started 35 years ago as atool-making company that went byanothername. It thenwenton tode-signplastic injectionmoulds.Back then, it servedall kindsof in-
dustries.But about 20 years ago, the com-
pany shifted towards serving onlythemedical industry.Themedical industry is more sta-
ble and requires more precision –it’s an area we can compete in as aSingapore company. Our costs arehighand labour is in short supply.The company was renamed In-
zign – which stands for innovationanddesign–about 15years ago.We’renowacontractmanufactur-
er serving themedical industry–un-like our peers, whomight also workwith industries like automotive andconsumerelectronics.
QHowhaveyousought togrow thebusiness in recent years?AWehavebeenserving themedicaltherapeutic industry, supplyingdrug delivery devices such as inhal-ers, injection devices, disposablesandtransfusiondevices.In the last fewyears,we’ve identi-
fied medical diagnostics as a keygrowth area, and have started put-ting resources there and investingin equipment. These include plasticdisposables used in drawing bloodand inblood tests, for instance.Wefoundthat thebigpharmaceu-
tical companies have very estab-lished supplier bases, so it would bevery tough for us to break into themarket. Instead,we identified somestart-ups – which are open to newsuppliers–aspossible targets.We were also approached by ET-
PL, the commercialisation arm ofthe Agency for Science, Technolo-gy andResearch (A*Star). They hadbeen working in the area of micro-fluidics, which is the science ofma-nipulating and controlling verysmall amounts of fluids.ETPL said the industry has good
prospects and asked if we were in-terested inexploringopportunities.We see microfluidics devices as
next-generation diagnostics prod-ucts. For instance, existing bloodtests need about 5ml of blood. Butwith microfluidics, the sample sizecomes down tremendously – just adrop,orabout0.5ml, isneeded.This is anewarea, so thereare few
established players; people are stillcomingupwithnewideas.
QHowdidyoustart venturing intothemicrofluidics space?AETPLlinkedusupwith theSingapore Institute of Manufactur-
ing Technology (SIMTech), whichhad readymicrofluidics technology.We signed a technology licensing
dealwithETPLtoproduce thesede-vices. SIMTech helped with ready-ingthedevices for large-scalemanu-facturing, while we brought in themachinery and set up the produc-tion line. Besides supplying thetechnology, SIMTech also intro-ducedsomecustomers tous.We have invested more than $2
million in new production facilitiesfor microfluidics, and are at differ-ent stagesof the innovationandpro-duction process with various cus-tomers. Examples of microfluidics
devices the company is working oninclude3Dcell culture tools, testingchips for the Zika virus as well ascell separationchips.We’re beginning to see some
progress,withsomedevicesgoingin-toproductionthisyear, soweshouldseereturns fromtheinvestmentswehave made. We expect strong de-mand for the 3D cell culture toolsandcell separationchipsthisyear.
QHowbig is thecompany?AWeoperate threeproductionfacil-ities – two of them here and one inBatam to take advantage of the low-er overheads there. We have 110
staff members in Singapore and 30to40inBatam.But the technical expertise–engi-
neers andmanagers – is all here. InBatam, we just operate a skeletonproductioncrew.We tend to be a little bit choosy
about which customers we workfor; not all products are suitable forus. We operate clean rooms and wehaveacertaincost structure.Somecustomersmightprefer low-
er-cost service providers. We made$19 million in revenue last year andexpect todo$23million thisyear.
SMESpotlight
Mr Lau saysInzign hascarved out aniche for itselfby focusing onmanufacturingexclusively forthe medicaldevice industryand supplying tostart-ups.ST PHOTO:CHEW SENG KIM
Innovating toservemedicalsector better
Noone remains in their comfortzoneat 3M,adiversifiedconglomeratebestknownas themakerofPost-it notes, andacompany thathasbuilt areputationof innovationover time.3Mensures “every talentmove is
adeliberatemove”, employeeshaveseveral skills andencouragesconstant collaboration, amongother things,noted3MmanagingdirectorYukoNakahira.Shesaid: “When thenotionof
staying inone’s comfort zonekicksin, this in itself is self-limiting fortheemployeesandalso for theorganisation. It impedes3Mfromstayingcompetitive andagile toadaptand transform.”Investing inhumancapital
turned3Minto a “morenimbleorganisation to serve customersbetter”. Takeanexampleon theproduction floor,whereemployeesare equippedwithdifferent skills needed to runmultipleoperations.What thismeans is thatwhen
productiondemands fluctuate,employeescanbeeasilymoved toother areas, and that is alsopartoftheirdevelopment.“In the longer term, theycould
grow into subjectmatter experts incertainprocessesandcontributein the technical area,” sheadded.Thishas led to lower
attritionrates andbetter
employee retention.Thedrive formultiple skills has
alsoencouraged its foreignandlocal employees to learn fromeachother.MsNakahira said: “Foreigntalentwithextensive internationalexperienceandglobal networksare sometimesbrought in totransfer skills andcompetenciesnot available locally.”Shenoted the transfer and
exchangeof local and foreignskillsand talent is notone-way.Andbuildingglobal anddiverse talentisoneof the firm’s strategies.“Humancapital development is
an integral part ofourbusinessstrategy, asweneed the righttalentwith the right competenciestomeet3M’s goals andobjectives,”saidMsNakahira.Researchanddevelopment
manufacturingengineers areexposed todifferentprocessesor
product lines, andget tomoveupthe technical ormanagementladder, for instance.The firmalsosponsors studies, sends staff toexternal courses, andhas its ownprogrammes, suchaswhat is calledtheLeaders-Teach-LeadersConcept, runby themanagement.With suchpractices, employees
becomemorecommittedand fullyengaged, taking “pride inbeinga3M-er”. 3Mhasbeen inSingaporesince 1966, startingwitheightemployees, andnowhasmore than1,600.Therearealsoplans for 3M’sworkforce–some90,000employees in 70countries—tobeactively involved indevelopmentopportunitiesby2025. The firm ispartof theHumanCapitalPartnershipProgramme.Of theprogramme,MsNakahira
said: “Wetakepride inbeingpartof thecommunity tohelp shape
thehumancapital plan forSingapore.Wealsowish to learnfromthebestpractices fromotherpeercompanies. “Thisenhancesouremploymentbrandandwouldhaveapositive impactonourrecruitment, engagementandretentionefforts. Ithelps ensurethatwehave the right talent tokeep3Mat the forefrontofimproving lives around theworldthroughscience.”Local talent also get to showcase
and transfer their skills overseas,and this is in linewithdevelopingastrongerSingaporeancore, a keyaimof theHumanCapitalPartnershipProgramme.“WehavemanySingaporeans in
Singapore-based roles coveringtheAsia-Pacific region– theytravelwidely in the region, sharingtheir skills andexpertisewithourcolleagues inother countries.
“WealsohaveSingaporeanstakingupoverseas assignments,broadening theirhorizons andgainingmoreexposure.Agreatexample isMrArthurFong, formermanagingdirectorof3MSingapore,who recently relocatedtoChina to lead the large3MIndustrialBusiness there,” saidMsNakahira.Asa science-basedcompanyand
“anequal-opportunity employer”,shenoted that collaboration iscrucial to the success of3M’sinnovationengine.“At3M,wework in anengaging
andcollaborativeenvironmentwhere ideasare shared freely;where there is diversity, thefreedomtoexplore andopencommunication.This is evidentthrough thewaywehelpouremployees todevelop and transferskills.”
In the secondof a five-part serieswhereleadersunder theHumanCapital PartnershipProgrammeshare their thoughts ondeveloping talent for a strongcore,3Mmanagingdirector YukoNakahira speakstoXinYunabout the transfer of capabilitiesbetween foreignand local employees.
Ms Yuko Nakahira, managing director of 3M; Mr Eugene Chew, senior manager of 3M’s Tuas plant; and Mr Mark Ratzlaff,South-east Asia regional manufacturing operations manager, 3M Southeast Asia Region. ST PHOTO: DESMOND WEE
When the 3M Tuas plant wasset up in 2010, Mr Mark Ratz-laff was transferred to Singa-pore from the United States tohelp start the new operationsand train the local teams.Hementored3MSingapore’s
Mr Eugene Chew, who wasthen a production manager,and used his technical know-ledge to train the local engi-neeringandproductionteams.Having learnt fromMr Ratz-
laff about the operations, MrChewwas able to take over hisposition when Mr Ratzlaff re-turned to the US, andMrChewbecame the new productman-ager for the display materialsandsystemsdivision in2012.3M managing director Yuko
Nakahira said: “True to the 3Mstrategy of developing glo-balised leaders, Mark has re-cently returned to Singaporeto assume the role of South-east Asia regionalmanufactur-ingoperationsmanager.”Mr Chew, who started his
career in 3M as a flex processengineer in 2004, later paid itforward by developing Mr Pe-ter Huang, who eventually be-came the process engineeringmanager for thedisplaymateri-als andsystemsdivision.
Themedical device sector hastraditionally beendominatedbylarge incumbents, but localmedical andhealthcaredevicemanufacturer Inzign is on tracktomaking itsmark. In the thirdofa four-part series about smallfirmswithdisruptivetechnologies,MrStevenLau,director of product development,tellsChiaYanMinabout thecompany’s expansionplans.
The Human Capital Conversation
Developing local talent through skills transfer
SPONSOREDCONTENT
Brought toyouby
In the spotlight
THEPROGRAMME
The Human Capital Partnership(HCP) Programme is a tripartiteinitiative to growa community ofexemplary employers focusedonstaying competitive by investing inhumancapital development.HCP recognises and supportsemployers committed toprogrammes that nurture astronger SingaporeanCore;maximises complementaritybetween locals and foreigners; andenhances skills transfer fromforeign to local employees in orderto increase the capabilities of thelocalworkforce.
To find outmore on how you can bepart of theHCPProgramme,contact Tafep (Tripartite Alliancefor Fair and ProgressiveEmploymentPractices), theHCPprogrammemanager at6302-2782, e-mail us [email protected] or visithttps://www.tafep.sg/human-capital-partnership-programmeformore information.
| WEDNESDAY, FEBRUARY 22, 2017 | THE STRAITS TIMES | BUSINESS C5
QHowdid thecompanystart?A It started 35 years ago as atool-making company that went byanothername. It thenwenton tode-signplastic injectionmoulds.Back then, it servedall kindsof in-
dustries.But about 20 years ago, the com-
pany shifted towards serving onlythemedical industry.Themedical industry is more sta-
ble and requires more precision –it’s an area we can compete in as aSingapore company. Our costs arehighand labour is in short supply.The company was renamed In-
zign – which stands for innovationanddesign–about 15years ago.We’renowacontractmanufactur-
er serving themedical industry–un-like our peers, whomight also workwith industries like automotive andconsumerelectronics.
QHowhaveyousought togrow thebusiness in recent years?AWehavebeenserving themedicaltherapeutic industry, supplyingdrug delivery devices such as inhal-ers, injection devices, disposablesandtransfusiondevices.In the last fewyears,we’ve identi-
fied medical diagnostics as a keygrowth area, and have started put-ting resources there and investingin equipment. These include plasticdisposables used in drawing bloodand inblood tests, for instance.Wefoundthat thebigpharmaceu-
tical companies have very estab-lished supplier bases, so it would bevery tough for us to break into themarket. Instead,we identified somestart-ups – which are open to newsuppliers–aspossible targets.We were also approached by ET-
PL, the commercialisation arm ofthe Agency for Science, Technolo-gy andResearch (A*Star). They hadbeen working in the area of micro-fluidics, which is the science ofma-nipulating and controlling verysmall amounts of fluids.ETPL said the industry has good
prospects and asked if we were in-terested inexploringopportunities.We see microfluidics devices as
next-generation diagnostics prod-ucts. For instance, existing bloodtests need about 5ml of blood. Butwith microfluidics, the sample sizecomes down tremendously – just adrop,orabout0.5ml, isneeded.This is anewarea, so thereare few
established players; people are stillcomingupwithnewideas.
QHowdidyoustart venturing intothemicrofluidics space?AETPLlinkedusupwith theSingapore Institute of Manufactur-
ing Technology (SIMTech), whichhad readymicrofluidics technology.We signed a technology licensing
dealwithETPLtoproduce thesede-vices. SIMTech helped with ready-ingthedevices for large-scalemanu-facturing, while we brought in themachinery and set up the produc-tion line. Besides supplying thetechnology, SIMTech also intro-ducedsomecustomers tous.We have invested more than $2
million in new production facilitiesfor microfluidics, and are at differ-ent stagesof the innovationandpro-duction process with various cus-tomers. Examples of microfluidics
devices the company is working oninclude3Dcell culture tools, testingchips for the Zika virus as well ascell separationchips.We’re beginning to see some
progress,withsomedevicesgoingin-toproductionthisyear, soweshouldseereturns fromtheinvestmentswehave made. We expect strong de-mand for the 3D cell culture toolsandcell separationchipsthisyear.
QHowbig is thecompany?AWeoperate threeproductionfacil-ities – two of them here and one inBatam to take advantage of the low-er overheads there. We have 110
staff members in Singapore and 30to40inBatam.But the technical expertise–engi-
neers andmanagers – is all here. InBatam, we just operate a skeletonproductioncrew.We tend to be a little bit choosy
about which customers we workfor; not all products are suitable forus. We operate clean rooms and wehaveacertaincost structure.Somecustomersmightprefer low-
er-cost service providers. We made$19 million in revenue last year andexpect todo$23million thisyear.
SMESpotlight
Mr Lau saysInzign hascarved out aniche for itselfby focusing onmanufacturingexclusively forthe medicaldevice industryand supplying tostart-ups.ST PHOTO:CHEW SENG KIM
Innovating toservemedicalsector better
Noone remains in their comfortzoneat 3M,adiversifiedconglomeratebestknownas themakerofPost-it notes, andacompany thathasbuilt areputationof innovationover time.3Mensures “every talentmove is
adeliberatemove”, employeeshaveseveral skills andencouragesconstant collaboration, amongother things,noted3MmanagingdirectorYukoNakahira.Shesaid: “When thenotionof
staying inone’s comfort zonekicksin, this in itself is self-limiting fortheemployeesandalso for theorganisation. It impedes3Mfromstayingcompetitive andagile toadaptand transform.”Investing inhumancapital
turned3Minto a “morenimbleorganisation to serve customersbetter”. Takeanexampleon theproduction floor,whereemployeesare equippedwithdifferent skills needed to runmultipleoperations.What thismeans is thatwhen
productiondemands fluctuate,employeescanbeeasilymoved toother areas, and that is alsopartoftheirdevelopment.“In the longer term, theycould
grow into subjectmatter experts incertainprocessesandcontributein the technical area,” sheadded.Thishas led to lower
attritionrates andbetter
employee retention.Thedrive formultiple skills has
alsoencouraged its foreignandlocal employees to learn fromeachother.MsNakahira said: “Foreigntalentwithextensive internationalexperienceandglobal networksare sometimesbrought in totransfer skills andcompetenciesnot available locally.”Shenoted the transfer and
exchangeof local and foreignskillsand talent is notone-way.Andbuildingglobal anddiverse talentisoneof the firm’s strategies.“Humancapital development is
an integral part ofourbusinessstrategy, asweneed the righttalentwith the right competenciestomeet3M’s goals andobjectives,”saidMsNakahira.Researchanddevelopment
manufacturingengineers areexposed todifferentprocessesor
product lines, andget tomoveupthe technical ormanagementladder, for instance.The firmalsosponsors studies, sends staff toexternal courses, andhas its ownprogrammes, suchaswhat is calledtheLeaders-Teach-LeadersConcept, runby themanagement.With suchpractices, employees
becomemorecommittedand fullyengaged, taking “pride inbeinga3M-er”. 3Mhasbeen inSingaporesince 1966, startingwitheightemployees, andnowhasmore than1,600.Therearealsoplans for 3M’sworkforce–some90,000employees in 70countries—tobeactively involved indevelopmentopportunitiesby2025. The firm ispartof theHumanCapitalPartnershipProgramme.Of theprogramme,MsNakahira
said: “Wetakepride inbeingpartof thecommunity tohelp shape
thehumancapital plan forSingapore.Wealsowish to learnfromthebestpractices fromotherpeercompanies. “Thisenhancesouremploymentbrandandwouldhaveapositive impactonourrecruitment, engagementandretentionefforts. Ithelps ensurethatwehave the right talent tokeep3Mat the forefrontofimproving lives around theworldthroughscience.”Local talent also get to showcase
and transfer their skills overseas,and this is in linewithdevelopingastrongerSingaporeancore, a keyaimof theHumanCapitalPartnershipProgramme.“WehavemanySingaporeans in
Singapore-based roles coveringtheAsia-Pacific region– theytravelwidely in the region, sharingtheir skills andexpertisewithourcolleagues inother countries.
“WealsohaveSingaporeanstakingupoverseas assignments,broadening theirhorizons andgainingmoreexposure.Agreatexample isMrArthurFong, formermanagingdirectorof3MSingapore,who recently relocatedtoChina to lead the large3MIndustrialBusiness there,” saidMsNakahira.Asa science-basedcompanyand
“anequal-opportunity employer”,shenoted that collaboration iscrucial to the success of3M’sinnovationengine.“At3M,wework in anengaging
andcollaborativeenvironmentwhere ideasare shared freely;where there is diversity, thefreedomtoexplore andopencommunication.This is evidentthrough thewaywehelpouremployees todevelop and transferskills.”
In the secondof a five-part serieswhereleadersunder theHumanCapital PartnershipProgrammeshare their thoughts ondeveloping talent for a strongcore,3Mmanagingdirector YukoNakahira speakstoXinYunabout the transfer of capabilitiesbetween foreignand local employees.
Ms Yuko Nakahira, managing director of 3M; Mr Eugene Chew, senior manager of 3M’s Tuas plant; and Mr Mark Ratzlaff,South-east Asia regional manufacturing operations manager, 3M Southeast Asia Region. ST PHOTO: DESMOND WEE
When the 3M Tuas plant wasset up in 2010, Mr Mark Ratz-laff was transferred to Singa-pore from the United States tohelp start the new operationsand train the local teams.Hementored3MSingapore’s
Mr Eugene Chew, who wasthen a production manager,and used his technical know-ledge to train the local engi-neeringandproductionteams.Having learnt fromMr Ratz-
laff about the operations, MrChewwas able to take over hisposition when Mr Ratzlaff re-turned to the US, andMrChewbecame the new productman-ager for the display materialsandsystemsdivision in2012.3M managing director Yuko
Nakahira said: “True to the 3Mstrategy of developing glo-balised leaders, Mark has re-cently returned to Singaporeto assume the role of South-east Asia regionalmanufactur-ingoperationsmanager.”Mr Chew, who started his
career in 3M as a flex processengineer in 2004, later paid itforward by developing Mr Pe-ter Huang, who eventually be-came the process engineeringmanager for thedisplaymateri-als andsystemsdivision.
Themedical device sector hastraditionally beendominatedbylarge incumbents, but localmedical andhealthcaredevicemanufacturer Inzign is on tracktomaking itsmark. In the thirdofa four-part series about smallfirmswithdisruptivetechnologies,MrStevenLau,director of product development,tellsChiaYanMinabout thecompany’s expansionplans.
The Human Capital Conversation
Developing local talent through skills transfer
SPONSOREDCONTENT
Brought toyouby
In the spotlight
THEPROGRAMME
The Human Capital Partnership(HCP) Programme is a tripartiteinitiative to growa community ofexemplary employers focusedonstaying competitive by investing inhumancapital development.HCP recognises and supportsemployers committed toprogrammes that nurture astronger SingaporeanCore;maximises complementaritybetween locals and foreigners; andenhances skills transfer fromforeign to local employees in orderto increase the capabilities of thelocalworkforce.
To find outmore on how you can bepart of theHCPProgramme,contact Tafep (Tripartite Alliancefor Fair and ProgressiveEmploymentPractices), theHCPprogrammemanager at6302-2782, e-mail us [email protected] or visithttps://www.tafep.sg/human-capital-partnership-programmeformore information.
| WEDNESDAY, FEBRUARY 22, 2017 | THE STRAITS TIMES | BUSINESS C5
![Founder and CEO [email protected]](https://img.dokumen.tips/doc/110x75/61fb3f2e2e268c58cd5be6f9/founder-and-ceo-emailprotected.jpg)
